Reducing Conflict 90 Avoid Using Absolutes

April 23, 2023

You will experience less conflict if you avoid using absolutes when addressing people. Absolutes are terminal words like “never,” “always,” or “none.”  In this article, I will describe the implications when you use absolutes.   I also will suggest some alternative phrases that are less dangerous. There is a choice of how you phrase things.

Avoid using absolutes to maintain credibility

When you use an absolute to describe a situation, it often ends up a challenge to credibility. Let me use an example to show the impact.  Suppose a supervisor is tired of asking an employee to clean up his workstation.  He says to the employee, “Mike, you never leave your workplace clean and tidy.”  The word “never” is an absolute that sets up a kind of loop in the mind of the employee.

After thinking about it for a second, the employee fires back. “Oh yeah? Last Friday I cleaned up my entire area and helped Frank clean up his bench.” The supervisor is proven wrong because of how he worded the challenge.  If he had avoided the absolute, he would not have been caught.  Try using, “Mike, I wish you would take the time to clean up your area more often.”

Absolutes imply a challenge

The use of absolutes to describe a situation focuses energy on the wrong thing.  The person on the receiving end spends more energy proving the other person wrong than correcting the problem. Eliminating the absolute will allow most of the energy to go into a solution. Let’s look at another example.

Be accountable

Your coworker says, “You were supposed to bring snacks for the group, but there are none.”  You open a drawer and pull out an old bag of chips left over from last week. The coworker used an absolute (none), so you had the chance to prove him wrong. In fact, there were “some” snacks, just not enough for the entire group.

Your coworker fell into the trap of using an absolute. A better way to focus attention on the real issue is for the coworker to say this: “I don’t see many snacks for the group here. Did you forget it was your turn to bring them?”

Avoiding absolutes works to maintain trust

When you use absolutes with someone, it lowers trust because you appear to be judging the person. The other person can feel harassed and persecuted. The person may feel the urge to defend himself, which works against a culture of trust.

Why avoiding using absolutes works

All of the examples above show how absolutes can trap you in a direction you don’t want to go. By using more moderate speech, you reduce the potential for a snarky response. This principle applies no matter how critical the situation is.  If the error is about a security issue or a safety protocol, you may prevent a dangerous situation.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 


Reducing Conflict 89 Care

April 16, 2023

In my leadership program, I do a segment on reducing conflict where care takes center stage. My program lists a dozen actions that can reduce conflict. The most important one is to show that you care for the other person. 

In this article, I will share why care is such an important concept. I will offer some tips on how to be effective at showing care.

You are not going to have a conflict if there is mutual care between the parties.  There are numerous obvious ways to show care (see below for examples). The real deal goes beyond those things.

Here are some mechanical things to think about to prevent a condition of conflict.

  1.  Listen actively. Show that you care about your coworker by being an active listener. Pay attention to what they say,   ask questions, and show empathy.
  2. Show gratitude. Express your appreciation for the work that your coworker does. This can be as simple as saying thank you or giving them a compliment.
  3. Check-in regularly. Regularly check in with your coworker to see how they are doing. This could be through a quick chat, email or messaging them, or a coffee or lunch break.
  4. Offer help. Offer your assistance to your coworker when they are struggling with a task or project. This could be as simple as offering to proofread a document or help with a presentation.
  5. Celebrate their achievements. Congratulate your coworker on their achievements and celebrate their successes. This could be as simple as giving them a high five or writing a congratulatory note.
  6. Respect their boundaries. Respect your coworker’s boundaries and personal space. Avoid invading their privacy and be mindful of their time.
  7. Show interest in their life. Get to know your coworker beyond work-related topics. Ask about their hobbies, family, and interests.
  8. Give constructive feedback. Provide your coworker with constructive feedback that can help them improve their work. Be respectful and tactful when giving feedback.
  9. Offer to cover for them. Offer to cover for your coworker when they need time off.
  10. Be kind and understanding. Show kindness and understanding to your coworker in all situations. Treat them with respect and empathy, and be a good listener when they need someone to talk to.

That is a very good list of tangible things you can do to show care. I think it misses some profoundly important concepts. Here are a couple of additional things to think about.

Show care with your body language.

Care is not something like a mask you put on to get a particular reaction. You show that you care by thousands of silent cues that indicate what is going on in your heart. Your facial expression shows how much you care.  It also shows in other ways you configure your body in relation to the other person. Avoid clenched fists and keep your hands open.

Be the kind of person you would want for a friend.

In all your interfaces be gracious and kind.  If you are giving specific feedback, keep a sharp eye on the body language of the other person along the way. They will tell you if your coaching is appreciated or hurtful.

Conclusion

Showing you care for another person is the best way to avoid an atmosphere of conflict.  Follow the tips and hints above to create that kind of relationship.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 


Reducing Conflict 88 Follow Up

April 9, 2023

When there is an episode of conflict, it is smart to follow up on the resolution. This article describes why the follow-up is helpful and offers some tips on how to do it well.

I will discuss the role of follow-up in both kinds of conflict. The first kind is where there is a resolution and the second kind is where there is ongoing conflict.

There is no rule book on how to do this closure process. Each case needs to be considered a separate analysis.

Most conflict situations have a resolution, so follow-up helps

In this case, the parties have been able to settle their differences. They return to a more normal or balanced relationship. It is a good idea to document the agreements so there are no lingering misunderstandings.  A good practice to do this involves both parties stating their understanding of the resolution.

If there is still a difference of opinion, that fact will become evident quickly.  Having the lingering issue clarified by both parties gives an opportunity for some creative thinking. Work to create a new compromise and document that one.  Keep working on the issue until both parties agree on the solution.

Follow up when the conflict is ongoing

In this situation, the parties cannot reach a settlement. Having each side state their case allows for full disclosure of the issues.  It also provides the opportunity to do a reverse role play.  Sometimes taking the opposite side of an argument provides new insights. That process could lead to enough progress to state a compromise solution.

Having all the issues out on the table also allows the parties to agree to disagree.  The individuals do not need to be enemies forever. They can coexist and work well together even though they do not agree on every point.   

Be alert for backsliding

Sometimes parties will agree to a compromise position just to reduce the rancor or satisfy management. In that case, watch for a retrenching of the conflict rising up in the future.  You had some indication of progress, but it was short lived.

There were good intentions, but the follow-up was missing.

Changing conditions can rekindle the conflict

If people have had conflict in the past, they are susceptible to more in the future as conditions change. Even though the specific trigger is different, the old wounds are easily reopened. Be especially observant after a conflict is resolved that the compromise has become habitual.

Conclusion

Conflict is a natural part of the human condition.  It is always a good idea to follow up after the conflict is over to ensure the cure is sustained.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive w


Reducing Conflict 87 Create a Development Plan

April 2, 2023

How can creating your own development plan help to reduce conflict in your life? It sounds like a weird juxtaposition of concepts.  I will discuss the wisdom of the approach in this article.

The idea is to rise above the rancor. Change your outlook so you reduce the negative mental activity on the part of both people.

Knitting a development plan into the context of reducing conflict

I am not talking about taking courses on how to “win friends and influence people” here. Clearly, by becoming a more charming personality you would find fewer challenges with others. I am thinking about changing your outlook when you have a basic disagreement with another person.

Take a step back

Think about what is going on when you are in conflict. You and the other person see two paths forward that are not the same.  The other person is trying to get you to see the wisdom of their views and you are doing the opposite. You are both doing a lot of shouting and not much deep listening.

Within the acrimony, you each have the desire to reach in and change the mindset of the other person. Your focus might be on how you can “fix” the other person to see the issue your way. You truly believe your solution is the best one.

Change your focus

A stronger focus on the schism between you and the other person will cause the divide to become deeper. The rancor escalates naturally because you become frustrated that the other person is not budging from their stance. For the other person, the frustration is likely just as intense.

You find yourself thinking about how to make the other person change. That pattern is a natural progression.  Suppose you are thinking about the problem and a new way to force the other person to change. That mindset means that you will be consumed with thoughts of how to back your opponent into a corner. The angst will continue to escalate because it is the same old story, only now more intense.

Take an alternate approach

Try changing your self-talk. Consider how you can show up differently for the other person.  Think of various options for how you can change.  Your language and mindset will change to be more inviting for the other person.

First of all, you are no longer projecting yourself as a perfect person who has all the answers. You recognize that the only person you can really change is yourself. Be willing to try a completely different tack. In doing so, you will listen more and talk less so you hear the other person’s points better.

The other person recognizes and appreciates your change in body language. As the tension eases, you consider ways to soften your stance. You start thinking about compromise ideas and get creative with potential solutions. The other person might even engage in some brainstorming ideas about a resolution.

Try reversing roles

Once some reasonable level of discussion is going on, you might suggest reversing roles.  In that concept, you try to verbalize the other person’s points and they try to articulate yours.

Be careful not to suggest reversing roles before establishing some helpful rapport.  You can get caught where the other person does a double reverse, and you will be worse off. I have seen that happen, and it is game over!

Agree to disagree

Another resolution might be that you both agree to disagree. You can still have a healthy relationship even if you do not have a total agreement. Just find peace within the situation on your own.

Share your development plan

You can share your development plan with the other person once you are beyond the shouting stage.  For example, you might say, “This week I have been focusing on being less judgmental. Have you noticed a change?” You are making progress when the other person sees the shift from being “fixed” to helping you fix yourself.

Conclusion

When you are in conflict with another person, recognize that you believe you are right.  The other person is equally convinced that they are right. To make progress, you need to shift your thinking patterns. Become part of the solution rather than part of the problem.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 


Reducing Conflict 86 Intentional Conflict

March 26, 2023

Intentional conflict is rare but deadly in an organization. You do not see this very often because in most organizations people are at least trying to get along. I believe that people working in close proximity have a remarkable ability to drive each other crazy. 

Intentional conflict is a different animal

Intentional conflict is caused when one person tries to get under the skin of another individual. The root cause of the angst can be any number of different factors, but the results are the same. There is a constant bombardment of annoying actions by one person with the purpose of riling up the opponent.

Conventional conflict reduction techniques, such as a mediator or teambuilding are less effective in this situation. You need to change the corrective approach to have any hope of resolution. You must start further back.

Start with why there is intentional conflict

Recognize that the person is going against human nature. People instinctively know that getting along with their peers leads to a happier life for them.  There must be a reason for acrimony beyond the normal give and take. Do some analysis and ask why this person would go out of his way to be mean constantly. 

Stopping intentional conflict requires addressing the root causes of the conflict and implementing effective communication strategies. Here are some steps you can take to stop intentional conflict:

  1. Try to identify the root causes. Determine the underlying causes of the conflict by actively listening to each party and gathering information about the situation. It could reflect jealousy, revenge, extreme bias, fear, systemic hatred, or a number of other factors.
  2. Promote effective communication. Encourage open and honest communication between the parties involved. It helps to clarify misunderstandings and reduce tension.
  3. Encourage compromise. Help the parties to find common ground and identify areas where they can compromise. Finding areas of agreement helps to reduce tensions and leads to a resolution.
  4. Use a mediator. If the conflict is particularly difficult to resolve, consider using a mediator to help facilitate the negotiation process.
  5. Promote positive relationships. Encourage positive relationships between the parties involved in the conflict. Finding peace helps to build trust and reduce the likelihood of future conflicts.
  6. Address underlying issues. Address any underlying issues that may be contributing to the conflict. Power imbalances, discrimination, external conditions, or cultural differences can cause the problem.

Remember that stopping intentional conflict takes time, patience, and a willingness to listen and understand different perspectives. It may also require the involvement of trained professionals such as mediators, conflict resolution specialists, or mental health professionals.

Start small

If you are facing this condition in your group, recognize that you have a major problem.  In most situations, people are willing to at least listen to the issues and work toward solutions. With this condition, you are dealing with a person who is sick and needs help. You are not going to cure stage-four cancer with an aspirin.

Get some professional help and look for tiny clues relative to the history of this problem. You want to uncover the genesis of such a negative attitude toward another person. It could be a long-gone incident that colored the relationship.  It could also be a stereotypical attitude from the person’s upbringing.

For example, suppose your mother was murdered by a person of a particular nationality. That situation might make it impossible for you to accept another person from that country.

Worst comes to worst, cut the cord

If all the above steps do not lead to a better situation, then you need an analysis. Is keeping this disruptive person on the team a wise decision? Recognize there are some bad apples in this world and take decisive action.

Conclusion

Resolving a case of intentional conflict is a daunting task. Do not ignore the problem hoping it will go away.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

 

 


Reducing Conflict 85 Cordial Hypocrisy

March 19, 2023

One factor that causes a lot of conflict in this world is the concept of cordial hypocrisy. That term may not be familiar to you, so let me explain.  Some people come across as two-faced. They are all smiles and compliments when a person is present.  When the person goes away, they turn sinister and spout out all kinds of negative things.

There are varying degrees of cordial hypocrisy, but they all tend to undermine a culture of trust. They lead to hard feelings and conflict within groups. How can you eliminate this type of hurtful behavior in your organization?

Steps you can take to exterminate cordial hypocrisy

It is important to have a documented set of behaviors that everyone in the group has approved.  Take time with your team and brainstorm a list of behaviors that are important to model.  Make sure everyone in the group participates in the brainstorm.

Distill a list of six to ten key behaviors that have buy-in from the entire team. Make the list visible and ask everyone to commit to these behaviors. Some groups like to go to the extreme where people actually sign the document.

A good book on reducing cordial hypocrisy

Authors Seth Silver and Timothy Franz have written on this topic. In their book, Meaningful Partnership at Work, they describe how to construct a “Workplace Covenant.” The Covenant is an agreement among the team and the leader. It is the basis for reducing cordial hypocrisy and other bad habits. The book describes a tested process for improving accountability in any organization.

Why the technique works

The practice of documenting expected behaviors gives a template for people to hold each other accountable.  If someone slips and starts to display cordial hypocrisy, there is a cure. Someone else can gently remind that person that “we are not doing that anymore.” Since everyone in the group has already agreed upon the behavior, the problem is quickly squashed.

One precaution

If your team has gone to the trouble of constructing a set of expected behaviors, you must enforce them, or they will fade quickly. Have frequent reminders in group meetings and reinforce those who call out violations.  Doing this will ensure the rules have staying power and will be useful for the future. 

Remember to add the expected behavior list to the onboarding process for new employees. You may want to have a new employee sign the behavior list to ensure understanding.

What if someone ignores the rules?

At first, there may be some testing of whether the rules are really enforced by the group. It is essential that everyone shares unanimity with enforcement. If someone is allowed to ignore one of the behaviors without a consequence, you must fix that quickly.

Summary

You can control the practice of cordial hypocrisy and other negative habits by creating a charter of behaviors. Enforce these behaviors or they will lose their impact over time.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

 

 


Reducing Conflict 83 Wasting Time

March 5, 2023

Does wasting time cause conflict? In my leadership classes, I have the participants brainstorm the most significant sources of interpersonal conflict. Invariably, the group comes up with “wasting my time” as one of the highest contributors to conflict.

It stands to reason because time is the most precious commodity we have.  Two conditions make something precious: 1) how important it is, and 2) how scarce it is.  Time is precious because it is all we really have. Scarcity is there because we cannot get more than 24×7.

Why wasting time creates conflict

I was having a brainstorm with my team years ago and we got on the topic of time.  To a person, they decided that the time spent in routine meetings was the most significant source of frustration. It did not matter if the meeting was in-person or virtual. The frustration came from sitting there and wishing you could be doing something else.

Let’s do something about wasting time

As we discussed the situation, I pointed out that we are in control of how our time is used. We have the power to make significant inroads in our use of time together. After some discussion, we decided to use the “time out” hand signal from sports as a tool.

If a person in the group felt we were wasting time, they could make the “time out” sign. That action would call the question. It was then up to the leader of the meeting to inquire if others felt the same way. If enough people agreed, then the group would move on to another topic.

Why it worked

I set a rule that we would not put down anyone for using the time out signal. That rule set the expectation of safety where people could make their thoughts known.  It was critical that I handle each use of the tool with respect. 

At first, there was some testing within the group.  If someone would snicker at the gesture, I would remind them of the rule. It did not take long for the rule to become commonplace and part of the culture.

Establishing a new group norm

Eventually, people were able to anticipate the gesture and move ahead automatically. Also, it was a good team building exercise to respect others’ opinions.  We even got to the point where we adopted other signals to call a different question.

Another example

As a team, we agreed that we would not make jokes at the expense of others.  That is a bad habit in many teams.  The jokes are in jest, but they do damage at some level. We agreed to never make a joke at the expense of an individual on the team. 

That idea happened to be the third rule we considered. We elected to show three fingers of one hand if there was a violation.

As we used the rule, the group became more respectful of the other individuals.

Conclusion

It is up to the leader of any team to establish the ground rules.  Do not overlook the concept of a simple hand gesture as a way to communicate. In my team, it led to more efficient meetings, which ultimately resulted in less conflict.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

 

 


Reducing Conflict 82 Your Choice

February 26, 2023

The level of conflict you experience in life is your choice. I am sure that most readers would challenge that statement. Clearly, there are situations where conflict is unavoidable. This article will put the issue under a magnifying glass to understand how much control we have.

Types of conflict

The types of conflict are infinite as we are all different. It would take hundreds of volumes to describe all the situations that cause conflict in our lives. One common denominator is that conflict in your world involves you. I am not saying you are to blame, but you are definitely involved in the equation.

Your choice of how much to engage

Whether the root cause is someone being unfair or some external condition that creates friction, you are there.  If you simply choose to not be a player, you can avoid or greatly reduce the conflict in your life.

The process goes back to one of my favorite quotes.

“The quality of your life and what you can accomplish is a function of what is going on between your ears.” R.Whipple

The first question to ask yourself when you feel too much conflict is whether it is worth it.

You do not have to resolve each issue

The technique of agreeing to disagree can help reduce the conflict in your life. Just because you see a particular issue differently from me does not mean we need to fight over it.  We just have an area where we are not congruent in thought.  We can still appreciate each other and work well together on the million areas where we agree.

Make a conscious effort to set aside some areas to reduce the rancor you experience. It is a healthy habit.

What about conflict with yourself?

Self-conflict is a special case where you may not even be aware of the issue. You can get quite worked up arguing with yourself on issues.  In these cases, you may become exhausted trying to figure out the correct perspective.

We have a tendency to rationalize things as being okay when they are really unethical or dumb. Then we beat ourselves up for not having the integrity we profess.

One antidote is to become more conscious of when you are arguing with yourself.  Have a kind of “check engine” light that goes off in your head when your energy is going in the wrong direction. Make a firm decision that you will not sabotage yourself in this way.

The trick is to catch yourself in the act, then decide to stop doing it. The “check engine” light analogy is a great aid in identifying this hurtful habit.

Your choice to use the Golden Rule

When you are in active conflict with another person, try to remember the Golden Rule.  How would you like the other person to address you if the situation was reversed? Sometimes just changing the tone of voice is enough to lower the temperature.

Watch your body language.

We communicate more with our body language than we do with words. Remain calm and send signals that are consistent with that calmness with your body.  Do not point at the other person.

Try talking much softer when you are in conflict.  It may be difficult to do, but it can really lower the angst quickly when you lower your voice.  Try it and see next time you feel worked up.

Conclusion

Conflict is a part of being a human being, but we really do have a choice for much of it.  Try using some of the suggestions in this article next time you are in conflict. See if choosing to lower your stress level helps you lead a happier life.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

 


Reducing Conflict 81 Body Language

February 19, 2023

One way to reduce conflict between people and groups is to observe the body language. We communicate much more with our body language than we do with the words we utter. Pay attention, and you can get vital information before people boil over. 

My long history with body language

I have studied body language in the work setting since my wife bought me the book How to Read a Person Like a Book by Nierenberg and Calero in the late 1970s.  In 2020 I wrote a series of 100 articles on observations about body language. If you would like to browse the topics, here is an index with links to use. https://thetrustambassador.com/2020/11/15/body-language-100-final-thoughts-and-index/

Once you become adept at reading body language and controlling your own, you can reduce conflict in your world. We will explore some of the points to look for in this brief article.

The role of facial expression in body language

You can get most of the information you need by just observing facial expressions. Be alert for changes in expression. If a person normally has a pleasant expression but switches to a scowl after something you just said, that is a signal.

The eyebrows tell much of the story. A raised eyebrow signals skepticism while a furrowed brow indicates irritation.

Another facial feature to look for is a clenched jaw.  You can see the muscles on the side of the face start to bulge out when the other person is getting upset.  This is often accompanied by a slight reddening of the skin tone around the jaw.

Watch the hand gestures

When hand gestures switch from open hands with palms up to rigid fists, the person is getting ready for a fight. Another telltale sign is when people start pointing at each other. Again, the important thing is to look for stimulus and response.

A change is rather easy to pick up. You want to cool things down while there is still some level of control. Often a Socratic Question can get to the root of the irritation. You need to use questions with judgment to not pour gasoline on the flame.

Make sure your tone of voice is calm and soothing.  If you deliver your comments with an edgy tone, you will deepen rather than reduce the conflict.

Be alert for body stiffness

When we change state to one of more irritation, we usually stiffen up our spine.  This rigidity is often accompanied with some arm gestures like folding of the arms.  When you see this kind of change, you should suspect something negative is happening with the person.

These are the common changes that go along with enhanced agitation

There are many other signals to look for as well. I like to view clusters of signals.  If you see many different signs that are all pointing in the same direction, you can be more sure. Look into the source of agitation, but do so in a loving and gentle way. That way you can de-escalate the conflict in that situation.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

 

 


Reducing Conflict 80 The Role of Risk

February 12, 2023

What is the role of risk in our lives? Most of us were taught at an early age to do our best to avoid risk.  That is why Mom always told us never to run with scissors.

It is prudent to be aware of things that could go wrong and harm us. On the flip side, if we always take the safest path we will not get very far in life. We also won’t have much fun.

There is some balancing of risk versus reward that goes on in our subconscious nearly all the time. These thoughts usually occur subconsciously.

The role of risk is to allow more conscious decisions

In life, there are thousands of things that can work against our success, our health, and even our life. Risk is that thought pattern that alerts us to potential dangers so we can improve our batting average. We take most actions out of habit or rote. The role of risk is to ring a little bell inside our heads to think about our underlying assumptions.

An example of risk

Alphabet, Google’s parent company, recently announced it would lay off 12,000 employees. Sundar Pichai, CEO of Google, had to try to explain the inability to predict a slowdown after unprecedented growth in 2021. In a recent article in Inc. Magazine, the explanation was as follows:

“How is it possible that the CEO of a trillion-dollar company wasn’t able to foresee that economic trends born of a global pandemic weren’t likely to continue once people, you know, started going outside again? I mean, all he would have had to do is type ‘will the pandemic economic growth continue?’ into Google’s search field, and he would have seen that most economists were predicting more than a year ago that growth was slowing.

The ability to see around corners

Colin Powell had a nice way of expressing how to deal with risk in hiring people. In his article, 18 Leadership Lessons he wrote the following description.

“Powell’s Rules for Picking People: Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners.”

The secret sauce here is to raise assumptions to a higher conscious level. Know when there is a risk in front of you.

 Keep an eye on shifting momentum

When trying to anticipate risk think not about what you can see and focus on what you cannot see.  It is like Wayne Gretzky’s famous quote,

“I skate to where the puck is going to be.”

To be successful at that, you need to pay attention to the forces that are acting on the puck.

Risk is unavoidable; Managing it well is genius

We are surrounded by risk all of our lives. The venue does not matter. It can be playing with other children, raising a family, managing a group, or introducing a new product.  Some people cringe because of the unknown. They fear the risk and cower over what might happen to them.  I believe that reaction takes the zest out of life.  It also abdicates responsibility.

Of course, it is foolhardy to throw caution to the wind and just go for it.  That is a formula for ultimate failure.  Rather, take the road of being curious about what might happen.  Some things are predictable, like climate change. 

The ultimate risk is to our home planet

If you have not felt the signs of caution about our environment, then you are living under a rock.  Our spaceship is changing so visibly and demonstrably that it is impossible to ignore. 

When you try to endure the extreme drought of the past years it shows ignorance. Mother Nature is sending us signals all over the planet. Recently a huge chunk of the polar ice cap broke off and became an iceberg.  If you live anywhere near water, you should be able to see the risk that is in front of you.  We already have massive flooding to contend with.  What will it be like in a decade? Move to higher ground while there is still time.

Embracing the role of risk

You can go overboard and withdraw from the world, or you can take a more pragmatic approach. Try to pay more attention to the signals that are all around you. Those factors give real clues to your future.  For leaders, it is especially important to be well informed not only about current conditions but also momentum. Spend energy reading and discussing future trends so you can see where the puck will be.

Conclusion

The information in this article is about awareness.  Life is not a random walk around the park. The trick is to not panic with every prognostication, but be aware of the potential of each one.  Information is the remedy that you use to harness the power of risk.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.